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Making just decisions: organizational justice, decision making, and leadership

Eberlin, Richard J.; Tatum, B. Charles - In: Management Decision 46 (2008) 2, pp. 310-329

Purpose – The purpose of this paper is to show that participants read vignettes in which managers were assigned … different roles. The vignettes depicted managers with two leadership styles (transformational/transactional) and two decision …‐making approaches (comprehensive/restrictive). The managers were then rated on patterns of organizational justice (social/ structural …

Persistent link: https://www.econbiz.de/10014932840

Measuring cultural perceptions of western project managers operating in the Asian region

Burchell, Richard; Gilden, Anthony - In: Management Decision 46 (2008) 7, pp. 1052-1065

Purpose – This paper aims to show how western project managers operating in Asia can employ a survey based on cultural … based on a model of national cultural dimensions is described. Findings – The results for this group of project managers …

Persistent link: https://www.econbiz.de/10014932888

Are marketing management decisions shaped during one's coming of age?

Cesar Motta, Paulo; Schewe, Charles - In: Management Decision 46 (2008) 7, pp. 1096-1110

existing between younger and older marketing managers in Brazil. The study investigates how generational research can innovate … help explain marketing decision contexts, and second, if older cohorts find the younger cohort of managers today … phase asked managers to verify the values that came from phase one. The third phase advanced two questions. The first …

Persistent link: https://www.econbiz.de/10014932891

Can intuitive and analytical decision styles explain managers' evaluation of information technology?

Selart, Marcus; Tvedt Johansen, Svein; Holmesland, Tore; … - In: Management Decision 46 (2008) 9, pp. 1326-1341

Purpose – The purpose of this paper is to clarify how IT managers' decision styles affect their evaluation of … towards IT managers. Each style included two dimensions: confidence judgment ability and decision heuristic usage …

Persistent link: https://www.econbiz.de/10014932904

Assessing managers' common sense using situational judgment tests

Salter, Nicholas P.; Highhouse, Scott - In: Management Decision 47 (2009) 3, pp. 392-398

predictors. Situational judgment tests are also relatively easy to administer and score and are often well received by managers …

Persistent link: https://www.econbiz.de/10014932941

Common sense and hard decision analysis: why might they conflict?

Goodwin, Paul - In: Management Decision 47 (2009) 3, pp. 427-440

Purpose – Hard decision analysis models allow complex decisions to be broken down into easier‐to‐handle and precisely defined sub‐problems and also provide a documented rationale for the decision. This paper aims to investigate why the course of action prescribed by a hard decision...

Persistent link: https://www.econbiz.de/10014932944

The nature and value of common sense to decision making

Zhao, Sheng - In: Management Decision 47 (2009) 3, pp. 441-453

Purpose – The purpose of this paper is to examine, from management perspective, the nature of common sense, its application in decision‐making, and possibility of developing common sense more effectively. Design/methodology/approach – To take typical dictionary definitions of common sense,...

Persistent link: https://www.econbiz.de/10014932945

Common sense and integrative thinking

Benson, Joy; Dresdow, Sally - In: Management Decision 47 (2009) 3, pp. 508-517

Purpose – The complexity of organizational decisions requires the ability to integrate diverse facts, ideas, issues, and connections into more comprehensive integrative thinking for decisions. The purpose of this paper is to present an overview of the relationship between common sense and...

Persistent link: https://www.econbiz.de/10014932950

Intuition, prayer, and managerial decision‐making processes: a religion‐based framework

Ferreira Vasconcelos, Anselmo - In: Management Decision 47 (2009) 6, pp. 930-949

Purpose – Executives are challenged every day to make important decisions that affect the performance of their business enterprises and, as a result, the success of their own careers. Based on that scenario, one cannot expect that only the rational approach works like a panacea for all...

Persistent link: https://www.econbiz.de/10014932973

Explaining the unintended consequences of public sector reform

Ghobadian, Abby; Viney, Howard; Redwood, John - In: Management Decision 47 (2009) 10, pp. 1514-1535

delivery modes from monopoly provision through to full competition. Findings – Theory suggests that managers inevitably …

Persistent link: https://www.econbiz.de/10014933006